Human Resource Management - Essay Example

From this research it is clear that the soft and hard philosophies of HRM are applied to organisations in varying contexts given that these oppose each other. As noted, Toyota uses the soft approach in its operations with regards to human resources management…

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of HRM The main difference between soft and hard philosophies of HRM is that the soft approach is employee oriented where there is a balance between work and their interests while the hard approach is performance based where organisational productivity is given priority. The other difference between the two is related to the structure of the organisation which has a bearing on the HR functions. A soft approach can be applied to an organisation with a flat structure like Toyota while a hard approach is applicable to organisations with tall structures. In an organisation where a soft approach is applied, employees can contribute towards the decision making process while in a hard approach they are not involved. The other notable difference between the two is that teamwork is encouraged in an organisation which encompasses the soft approach while the one with a hard approach emphasises the element of increased performance. The other difference is that the soft approach encourages innovation while the hard approach inhibits innovation. Table 1 Differences between soft and hard approaches to HRM Soft approach Hard approach Employee oriented Production/performance centred Suitable in flat organisation structure Ideal for tall organisation structures Involvement in decision making Employees not involved in decision making Teamwork is encouraged Teamwork is not promoted Innovation is promoted Does not promote innovation 1.2.1 Advantages and disadvantages of soft philosophies of HRM Advantages Disadvantages Workers are motivated The organisation can lose money pleasing employees. There is consensus in decision making Some of the ideas may not be incorporated in the decisions A sense of belonging is created Employees may see themselves too powerful Tasks are decentralised to...
The paper tells that the main difference between soft and hard philosophies of HRM is that the soft approach is employee oriented where there is a balance between work and their interests while the hard approach is performance based where organisational productivity is given priority. The other difference between the two is related to the structure of the organisation which has a bearing on the HR functions. A soft approach can be applied to an organisation with a flat structure like Toyota while a hard approach is applicable to organisations with tall structures. In an organisation where a soft approach is applied, employees can contribute towards the decision making process while in a hard approach they are not involved. The other notable difference between the two is that teamwork is encouraged in an organisation which encompasses the soft approach while the one with a hard approach emphasises the element of increased performance. The other difference is that the soft approach encourages innovation while the hard approach inhibits innovation. The soft approach used by Toyota is commendable given that it is mainly concerned by the welfare and needs of the employees. This helps to motivate them such that they put optimum effort in their performance which is an added advantage to the company as a whole. The other reason is that the employees are satisfied with their job and it is easier for the organisation to retain talent. The other advantage is that continuous improvement of the employee skills helps them to keep pace with the changes that may take place in the environment.
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...﻿HumanResourceManagement
Introduction
Armstrong (2008, p. 5) defines humanresourcemanagement as “the strategic and coherent approach to the Management of an organization’s most valued assets-the people working there, who individually and collectively contribute to the achievement of its objectives.” The field of HRM thus deals with control and management of human capital which include; knowledge, skills, abilities, talents, attitudes and aptitudes possessed by individuals in an organization. The HRM discipline has evolved over time from personnel management which...

...HumanResourceManagement Keeping employees happy is not one of the significant priorities of many organizations in the current economic times. However, most researches have established that the wellbeing and happiness of employees is a vital business issue, which directly affects the performance and productivity of any organization. Fostering a happy workforce, on the other hand, is one of the challenges that most organizations experience. It is the responsibility of company’ s Human and ResourceManagers to maintain a happy workforce, as stipulated in the Health and Safety Act of 1974. This act requires companies to ensure the health...

...? HumanResourceManagement Introduction This refers to the increase of a person with respect to capability, knowledge, and general information. It involves improvement in an individual’s skills and knowledge. These are necessary for various reasons. According to Dessler (2008, p.1300, humanresourcemanagement is significant to the organization in that it encourages people to perform very difficult and challenging duties. It is important to note that, every organization faces challenges. Experts are required to perform various tasks. However, a consideration into the future of the organization calls for it to train and develop various...

...? International HumanResourceManagement Introduction People are integral parts in any organization. Organizations cannot operate without their humanresources. In the contemporary, complex competitive world, the choice of the most appropriate individual for a position has far reaching connotations in the organization’s functioning. Employees well selected would not only contribute to the efficient operation of the company but also offer momentous latent for future replacement. Hiring is an essential aspect of humanresource planning which assists in the determination of the number and kind of individuals the firm...

...? Unit 2 Assignment: HumanResourcesManagement Section Although the terms humanresourcemanagement and personnel management are often used interchangeably, they are not always considered to be identical. Personnel management is used to refer to any aspect of management that is involved with employment, training, safety, recruitment, departure or redeployment of employees (Cole, 2002) Humanresourcemanagement can be defined as an approach to the management of employees which aims to create a capable and committed...

...? ManagingHumanResources BY YOU YOUR SCHOOL INFO HERE HERE ManagingHumanResources Examining the differing perspectives of HRM Guest’s acknowledgement of the hard versus soft views of HRM involve the level by which human capital is considered as valuable organisational assets and their role within the organisation. The hard model of HRM involves aligning organisational goals with business and profitability objectives, considering workers to be much like tangible operational resources. Using a practical, experience-based example, the hard model focuses on scheduling of employees to meet specific...

...?HumanResourceManagement Instruction: Task: HumanResourceManagementHumanResourceManagement as a department that deals with the welfare of workers and other important broad roles and responsibilities. This is in terms of coordinating with other similar offices to ensure organizations recruit, select and train workers who are competent and capable of delivering goals and objectives (Armstrong 2006, p.34). HRM also has a connection to the line managers in term of issuing them the mandate to ensure employees work in a suitable environment. Additionally, there are critical Acts that protect workers from gender and race discrimination that part of the jurisdiction of the HRM. This helps in the HR planning processes that entail... ...

...?Strategic HumanResourceManagement Introduction Strategic humanresourcemanagement ensures that humanresourcemanagement aligns humanresource goals with overall business objectives. The force behind strategic humanresourcemanagement is the growing need for firms to align their humanresource strategies with the general business structure of overall goals, which demands proper alignment of humanresource traditions with the general objectives of the firm. In the contemporary market characterised with intense competition, most organisations have diverted from conventional perception of humanresource as passive resource that can be manipulated to get things done. Organisations now understand the importance of humanresource... in the...

...parts of the humanresourcemanagement, let us get a better understanding of the importance of a well-structured compensation plan in maintaining a productive workforce. A compensation plan is a set of those rewards, remuneration, and benefits, which are provided to the employees by the HR department of the company in order to increase employee productivity. Compensation plans not only help the companies retain skilled employees but also assist HR staff in recruitment processes. Obringer (n.d.) asserts, “To make your company competitive and attractive to job candidates, you have to offer an exceptional total benefits package”. The thesis statement for this paper is, “Why is it important...

4 Pages(1000 words)Research Paper

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